A Study on the Impact of Douglas Mcgregor’s Theory X And Theory Y in Oil and Natural Gas Corporation (ONGC)

Abstract

This study explores the application and implications of Douglas McGregor's Theory X and Theory Y within the context of the Oil and Natural Gas Corporation (ONGC), a prominent entity in India's energy sector. McGregor's theories present contrasting views on employee motivation and management, where Theory X perceives employees as inherently lazy and needing strict supervision, while Theory Y posits that employees are selfmotivated and thrive in an empowering environment. The research aims to assess the prevalence of Theory X and Theory Y characteristics among ONGC employees through a descriptive analysis using secondary data and a primary survey conducted via a Likert scale questionnaire. The study examines demographic factors such as age, gender, designation, income, and experience to understand how these variables influence motivational dynamics within the organization. By analyzing these perspectives, the study seeks to provide insights into employee motivation levels at ONGC and recommend strategies for enhancing organizational performance and employee engagement in the energy sector.